Manufacturing By Design

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Shweta SrivastavaManju Yadav

Kuldeep MerotthaVijay Devra

• In many large companies, design has become a bureaucratic tangle,

a process Cofounded by fragmentation, overspecialization, power struggles, and delays.

• For Example : 1.According to General Motors executives, 70% of the cost of manufacturing truck transmissions is determined in the design stage.

2. Rolls-Royce reveals that design determines 80% of the final production costs of 2,000 components

Introduction

• So from these Examples we can say that DESIGN plays an imp role in the manufacturing a product.

• When company put most of its efforts into analysing current production rather than product design it monitors what accounts for only about a third of total manufacturing costs.

• Establishing a product’s design calls for crucial choices

1) About materials made or bought,

2) About how parts will be assembled

• Better product design has shattered old expectations for improving cost through design or redesign

• In short, design is a strategic activity, whether by intention or by default.

• It influences flexibility of sales strategies, speed of field repair, and efficiency of manufacturing.

• Converting a concept into a complex, high-technology product is an involved procedure consisting of many steps of refinement.

• The initial idea never quite works as intended or performs as well as desired. So designers make many modifications, including increasingly subtle choices of materials, fasteners, coatings, adhesives, and electronic adjustments.

• In many cases, designers find that the options become more and more difficult; negotiations over technical issues, budgets, and schedules become intense

• Multifunctional teams are currently the most effective way known to cut through barriers to good design.

• Top executives should make their support and interest clear.

• Various names have been given to this team approach, like “simultaneous engineering” and “concurrent design.”

• Different companies emphasize different strengths within the team

The Design Team and Its Task

• In many Japanese companies, teams like this have been functioning for so long that most of the employees cannot remember another way to design a product.

• Teams need a step-by-step procedure that disciplines the discussion and takes members through the decisions that crop up in virtually every design.

• In traditional design procedures, assembly is one of the last things considered.

• Assembly should be considered much earlier. Assembly is inherently integrative. Weaving it into the design process is a powerful way to raise the level of integration in all aspects of product design.

• Determine the character of the product, to see what it is and thus what design and production methods are appropriate.

• Subject the product to a product function analysis, so that all design decisions can be made with full knowledge of how the item is supposed to work and all team members understand it well.

• Carry out a design-for-producibility-and-usability study to determine if these factors can be improved without impairing functioning.

• Designing an assembly process appropriate to the product’s particular character. This involves creating a suitable assembly sequence, identifying subassemblies, integrating quality control, and designing each part so that its quality is compatible with the assembly method.

• Designing a factory system that fully involves workers in the production strategy, operates on minimal inventory, and is integrated with vendors’ methods and capabilities

Design team’s chief functions

• This article to establish by what criteria one judges, develops, or revamps the features of products.

• Character defines the criteria by which designers judge, develop, or revamp product features.

• That manufacturing engineers should ensure that the product is field repairable, how skilled users must be to employ it successfully, and whether marketability will be based on model variety or availability of future add-ons.

The Product’s Character

• Understand a product’s function in relation to production methods

• Product designers and manufacturing engineers used to understand these relations by intuition and experience

• Product function analysis can reduce the number of parts in a product

• This benefits to purchasing (fewer transactions), manufacturing (fewer operations, material handlers) and field services (fewer repair parts)

Product Function Analysis

• The most important thing to manufacturing strategy is designing for the production process.

• Designing was only subjected for manufacturing and assembly, and value engineering, which both strive to reduce costs.

• But now we have to go beyond these goals.

• Value Engineering comes into play only after when design is finished.

• Thoroughness in designs can only be achieved by making decisions earlier.

Design For Producibilty

• Design for producibilty differs from the design for assembly.

• Design for assembly cannot achieve the most fundamental improvements

• Considers the products as a collection of parts instead of something to satisfy larger goals. (reducing cost over the life-cycle).

• For understanding the design for producibilty lets take the example of Nippondenso

• Manufacture Car products – Radiator, antiskid breaks, generators, alternators etc.

• Problem-Daily orders for thousands of items in arbitrary model mixes and quantities.

• Solution – 1) Combinatorial Method 2) In-house development 3) Methods that don’t need jigs and fixtures

Nippondenso-Case

Combinatorial method- 1) Divides a product into subassemblies 2) Identifies variations of each assembliesProduct- Permutation of all this variations to go together physically and functionally

In House Manufacturing- 1) Cooperates in designing the parts so that each variety of product can be easily handled.

Jigless Production-1) Design the parts with common jigging features. 2)One jig can hold all varieties, or by working with designers to make the product snap or otherwise hold itself together so that no clamping jigs are needed.

• Without a guiding strategy, there is no way to tell what suggestions for improvement really support long-range goals.

• Some product-design techniques depend too much on rules, including rule-based systems stemming from expert systems.

• These are no substitute for experienced people.

• Volkswagen, for example, recently violated conventional ease-of-assembly rules to capture advantages the company would not otherwise have had.

• Usually assembly sequence is looked at late in the design process when industrial engineers are trying to balance the assembly line.

• But the choice of assembly sequence and the identification of potential subassemblies can affect or be affected by—among other factors.

Product-testing options Market responsiveness Factory-floor layout

• Indeed, assembly-related activities with strategic implications include:

Subassemblies Assembly sequence Assembly method for each step Integration of quality control

Assembly Processes

What determines the best way?

Can build it many wayssuch as : Bottom up Top down From three subassemblies of two parts each.

A product with six parts

Quality control matters: The operator’s ability to make crucial tests or easily replace a faulty part.

Construction needs:Access to fasteners Lubrication points Ease of assembly

Process reasons:Abilityto hold pieces accuratelyfor machine assembly;

Production strategy advantages:Making subassemblies to stock that will be common to many models, or that permit assembly from commonly available parts.

What determines the best way?A balance of many consideration

• Help the designer with the formidable problem of listing all the possible assembly sequences.

• It would be impossible for a team to attack so complex a series of choices without a computer design aid to help, according to a pre-stablished hierarchy of goals like that just discussed—access to lubrication points, etc.

• It forces the team to specify choices systematically and reproducibly, for team members own edification but also in a way that helps justify design and manufacturing choices to top management.

Role of software

With respect to assembly machines and tooling, manufacturers should consider the following

questions

* Can the product be made by adding parts from one direction, ormust it be turned over one or more times?Turnovers are wasted motion and costly in fixtures.

* Can the product be made by adding parts from one direction, ormust it be turned over one or more times?Turnovers are wasted motion and costly in fixtures.

* If a manufacturing strategy based on subassemblies seems warranted, are theSubassemblies designed so they do not fall apart during reorientation,handling, or transport?

* If a manufacturing strategy based on subassemblies seems warranted, are theSubassemblies designed so they do not fall apart during reorientation,handling, or transport?

* Is there space for tools and grippers? If not, automatic assembly or testing aren’t options.

* Is there space for tools and grippers? If not, automatic assembly or testing aren’t options.

* As parts are added in a stack, will the location for each subsequent partdrift unpredictably? If so, automatic assembly machines will need expensive sensors tofind the parts, or assembly will randomly fail, or parts will scrapeon each other too hard.

* As parts are added in a stack, will the location for each subsequent partdrift unpredictably? If so, automatic assembly machines will need expensive sensors tofind the parts, or assembly will randomly fail, or parts will scrapeon each other too hard.

• Designers who anticipate the assembly method can avoid pitfalls that would otherwise require redesign or create problems on the factory floor.

• They can also design better subassemblies to meet functional specifications:

• Specifications that will be invaluable when the time comes to decide whether to take bids from outside vendors or make the part on the company’s own lines

• Specifications that will determine how to test the subassembly before adding it to the final product.

Advantages to combining consideration of assembly procedures and quality control

strategy with design

With respect to assembly machines and tooling, manufacturers should consider the following

questions:

* What is the best economic combination of machines and people to assemblea certain model-mix of parts for a product line (given each machine’s or person’s costand time to do each operation, plus production-rate and economic-return targets)?

* What is the best economic combination of machines and people to assemblea certain model-mix of parts for a product line (given each machine’s or person’s costand time to do each operation, plus production-rate and economic-return targets)?

* Where in the assembly process should testing take place? Considerations include how costly and definitive the test is,whether later stages would hide flaws detectable earlier, and how much repaired or discarded assemblies would cost.

* Where in the assembly process should testing take place? Considerations include how costly and definitive the test is,whether later stages would hide flaws detectable earlier, and how much repaired or discarded assemblies would cost.

* How much time, money, production machinery, or in-process inventory can be saved ifextra effort is put into design of the product, its fabrication and assemblyprocesses,so that there are fewer quality control failures and product repairs? A process that yields only 80% successful assemblies on the first try may need20% extra capacity and inventory—not to mention high-cost repair personnel—to meet the original production goals.

* How much time, money, production machinery, or in-process inventory can be saved ifextra effort is put into design of the product, its fabrication and assemblyprocesses,so that there are fewer quality control failures and product repairs? A process that yields only 80% successful assemblies on the first try may need20% extra capacity and inventory—not to mention high-cost repair personnel—to meet the original production goals.

• These are generic problems

• They are hard to answer

• They too are stimulating the development of new software packages.

• This new software enhances the ability of manufacturing people to press their points in (often heated) debates about design.

• Hitherto, product designers, more accustomed to using

computer modeling, have had somewhat of an upper hand.

• Many features of good product design pre-suppose that machines will do the assembly.

• But automation is not necessary to reap the benefits of strategic design.

• Indeed, sometimes good design makes automatic assembly unnecessary or uneconomic by making manual assembly so easy and reliable.

• Regardless of the level of automation, some people will still be involved in production processes, and their role is important to the success of manufacturing.

Factory system design

• Strategic product design is a total approach to doing business.

• It can mean changes in the pace of design, the identity of the participants, and the sequence of decisions.

• It forces managers, designers, and engineers to cross old organizational boundaries, and it reverses some old power relationships.

• It creates difficulties because it teases out incipient conflict, but it is rewarding precisely because disagreements surface early, when they can be resolved constructively and with mutual understanding of the outcome’s rationale.

• Strategic design is a continual process, so it makes sense to keep design teams in place until well after product launching when the same team can then tackle a new project.

• Design is a companywide activity. Top management involvement and commitment are essential. The effort has its costs, but the costs of not making the effort are greater.

Design means business

THANK YOU!